CKM Analytix reviews

Client projects have become rare. Most work is focused on building internal HR tools. Exceptionally nepotistic despite management claims of flat company structure. Directors are paid unfairly high wages for very little experience. Condescension has become a primary means to get ahead as well as a management tactic. Most key benefits are only given to senior staff who have impeccable reviews. Benefits are tied to and arbitrary 5 point scale that (by management’s own admission) less than 20% of employees can access. Management has started surveilling employee arrival time. Employees have begun to quit en masse (almost 50%) which had been terrible for morale.

The current vision and direction of the company is unclear and the new leadership structure is dysfunctional and lacks a defined focus. The company reorganized from a relatively flat structure into a very hierarchical structure with one of the partners taking charge as the CEO. Since that change and under the new org CKM has experienced a significant decline and the company has performed poorly. There is little client work and a constant stream of projects that we are told are about to start and then don’t materialize and are never to be spoken of again. The vibrant culture from earlier days is also gone. Previously CKM saw very few resignations, but under the new structure people are fleeing with a steady stream of very good people leaving for better opportunities elsewhere. One thing driving the departures is that CKM is now very confused about what it wants to be. The leadership always talks about how we are now a product company, but the whole organizational structure is broadly aligned and run like a consulting company with everything revolving around a staffing function that staffs people on various short term engagements. Leadership insists we're not a consulting company and gets angry if someone mentions the word consulting and then they run the place like a consulting company. Communication on central plans or key issues ranges from poor to non-existent. Much of what is said from the top of the house either doesn’t materialize or isn’t followed through. As such there is broad confusion over what the direction and purpose of the current company is. The overabundance of management layers and a culture that increasingly values process and org structure adherence over results means that very little actual output happens. There is strong potential but the current organization and overcontrolling style of the leadership often smothers out the usual energy found in smaller successful companies. CKM used to have that energy but under the new org structure that all feels gone.